ServiceOriented M2M

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Service-Oriented M2M
Presented by Mark Prowten Lantronix Mikko
Tepponen Corenet Amit Mehta Moblize
300 p.m. 340 p.m. Lake Michigan B
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Service-Oriented M2M
Presented by Mark Prowten
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• Agenda
• Objectives
• Challenges
• Opportunities
• Collaboration
• Conclusion

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• Objectives
• There are different service objectives for each
  organization
• Establish services as a revenue stream
• Reduce expenses for service personnel and/or
  truck rolls
• Improve customer satisfaction through reduced
  response time
• Optimize operations and product quality through
  closed loop feedback
• Gather relevant information for analysis to
  improve business practices

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• Challenges
• Many challenges exist for implementing service
  solutions
• Identifying what services to provide
• Quantifying the benefits is often difficult
• Changing status quo within an organization
• Understanding the service sales and deployment
  cycle
• Getting funding to initiate a service project
• Partnering with other companies to create the
  solution
• Collaboration with partners doesnt always go
  smoothly
• Managing change through the process

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• Real World Challenge Example
• Major cinema projector manufacturer
• 250 Locations nationwide
• 3000 Projection screens
• 10000 Projectors
• 39 Cities represented in 20 major demographics
• 2 Hour response time expected
• 100 Calls a day
• 25,600 Events per month
• 650 Trouble tickets per month

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• Opportunities
• M2M solutions provide the catalyst for many
  opportunities
• Establish or grow a service revenue stream
• Change a service organization from a cost center
  to a revenue producer
• Reduce expense for service personnel and/or
  truck rolls
• Focus on core competencies
• Improve customer satisfaction
• Optimize operations and quality thru closed loop
  feedback
• Gather relevant information for analysis to
  improve business practices
• Build partnerships with synergistic
  organizations
• Improve product development / quality through
  market driven feedback

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• Collaboration
• M2M companies provide all the resources for a
  services solution
• Few companies have all the tools to build a
  complete solution
• Hardware companies typically provide secure
  connectivity
• Software companies provide a vital part for
  gathering and displaying the data
• Integrators, consultants, or in-house team are
  often needed to pull everything together
• Testing, integration, deployment, management,
  data analysis, and feedback
• Critical elements for a successful service
  solution that returns a quantifiable ROI
• Not an easy for a single company to provide
• Collaboration allows companies to focus on core
  competencies
• Staying focused typically results is a quicker
  time to success

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• Conclusion
• Every company has a difference initial objective
• Service objectives and opportunities are often
  parallel
• Few companies have the resources to provide a
  complete solution
• Collaboration becomes essential for a successful
  and timely result
• Companies are embracing services as revenue
  source
• For some companies the services organization
  generates more margin and greater growth
  potential then the products they sell

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Service Oriented M2M
Presented by Mikko Tepponen Corenet Ltd, Finland
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• Service Oriented M2M the road of collaboration
• Why collaborate?
• Ideologies for collaboration
• Why service orientation is achieved easier
  through collaboration?
• Effect of collaboration to service models
• Business value
• Tools for collaboration

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• Why collaborate?
• Services offer a foundation of growth not
  available anywhere else
• Hard to achieve alone, a single smart service
  usually a co-operation of multiple companies
• We have gone from a vertical chain of command
  for value creation to a much more horizontal
  chain of command for value creation. (Carly
  Fiorina, former HP CEO)
• Nokia, Cisco, HP etc. already acknowledge this
  and act on it
• Through effective collaboration each company can
  focus on their core competence
• Often in M2M projects a single company needs to
  do everything because of limited availability
  of co-operation

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• Ideologies for collaboration
• Technology independence
• Services should not be dependent on a specific
  technology
• Programming language
• Transfer media
• Principles of SOA
• De facto way to operate in the enterprise
  solutions -gt Why not in M2M also?
• Guiding principles Reuse, granularity,
  modularity, interoperability etc.
• Architectural principles Loose coupling,
  encapsulation, autonomy, discoverability,
• Vendor independence
• If your vendor cant deliver open platforms /
  services, you will have problems in the long run
• Interoperability

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• Why service orientation is achieved easier
  through collaboration? (1/4)
• Build services around your core competence
• Telcos, MVNOs are in better position to provide
  network related services
• OEMs know their devices inside out
• Maintenance partner is best in organizing their
  own workforce
• etc.
• Framework for operation
• Common set of rules gt de facto standards within
  collaborators regarding technical issues
• Best practices spread through the horizontal
  value chain
• Innovative approaches
• Technology

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• Why service orientation is achieved easier
  through collaboration? (2/4)
• Case railroad M2M

• 1st service provider
• Valid train data from the operational train
  fuselage

• 2nd service provider
• Data collection
• Open remote architecture

• 3rd service provider
• Data link
• Security features

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• Why service orientation is achieved easier
  through collaboration? (3/4)
• Case railroad M2M

• 4th service provider
• Data monitoring
• Root-cause analysis of data

• 5th service provider (customer)
• Impact (ITIL)
• Change management

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Why service orientation is achieved easier
through collaboration? (4/4)

• Difficulty of a single provider to do all this
• Competences needed
• Global markets
• Why is this different from a normal project
  delivery?
• All parts offered as services
• Common set of rules for providers
• All service providers changeable (including the
  customer)
• Life cycle costs lower than in a project
  delivery
• Technoeconomical analysis
• Cost savings
• Revenue generation

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Service Model (1/2)
Service Model without clear collaboration
Service Model with clear collaboration
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Service Model (2/2)

• Why?
• New opportunities for revenue generation!!!
• Cost savings an added bonus
• Revenue generation
• Open services facilitate new innovative uses of
  your service
• Corenet network monitoring services extended to
  sensor networks, security services, fire alarms
  by partners
• Services (sometimes) easier to copy to other
  markets (effective supply chain harder to copy)
• Cost savings
• Reduce the effort lost in miscommunication,
  unclear responsibilities, etc.
• Cost savings often the original reason to build
  services
• However there is no new value in cost savings

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• Business Value
• Before
• High cost of integration
• Problematic deployments with lack of
  communication problems
• Slower response to decision making
• After
• Low cost of integration by using SOA models
• Clear roles among collaborators
• Faster responsiveness for customer
• All service operators added more value
• You dont want a bigger pie, you want a better
  pie (Finnish folk wisdom)

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• Tools for collaboration
• Quantify, Quantify, Quantify
• Evo Project management in service delivery
• If you think you know something about a
  subject, try to put a number on it. If you can,
  then maybe you know something about the subject.
  If you cannot then perhaps you should admit to
  yourself that your knowledge is of a meagre and
  unsatisfactory kind (Lord Kelvin, 1893)
• Agility
• Standards
• Compare M2M to enterprise SOA or any service
  driven model
• Theres a long road to be traveled
• Forums
• WiMAX forum, Bluetooth SIG, etc. etc. set a good
  example for M2M community
• WILL POWER FOR COLLABORATION!!!

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Service Oriented M2M
Presented by Amit Mehta Moblize Office 713 622
1082 Email amit_at_moblize.com
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As Bandwidths go everywhere, computing power
keeps multiplying and Open standards prevail

• Innovative applications/business models will
  emerge that leverage the strengths of new smart
  connections to remote assets
• M2M Services will reach customers in new
  locations, via new devices, with functionality
  and frequency that reaches far beyond the
  traditional PC
• Interactions will move from a PC-centric
  environment to a diverse set of internet-enabled
  devices/remote assets

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The M2M Services LandscapeHow We Think About
Where Revenue Opportunities Will Exist
Data Collection
Application Services
After Sales Services
Field Services
Transport
Value Creation Products/ Services Players
Physical devices
OEMs, of Sensors/PLC/ Controllers/ IO
blocks/Black boxes Opt 22, Honeywell, Emerson,
Moblize etc.
Deriving value/actions from analysis of collected
data, maintaining systems Data mining
tools, Ingrown tools etc. Smartsignal,
Moblize, Engineering companies etc.
Facilitates the delivery/viewing of collected
data SCADA systems/Web portals Sensorlogic,
Moblize, Sensicast, Questra,Axeda etc.
Move data to a remote location Telecom Service,
Satellite Providers etc. ATT, Cingular, Gilat,
Verizon etc.
RF Engineering/ Install Services Mounting
poles/wires etc. Velociti, Moblize etc.
Draft Only
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Value Creation ChallengesIssues That Need To Be
Solved Opportunity
Data Collection
Application Services
Field Services
After Sales Services
Transport
Unwiring Sensors Low powered controllers Higher
processing power
Bandwidth Security
Nationwide/Global Install services Nationwide/Glo
bal RF engineering services
Customizable GUIs Write once deploy to
many Integration to back end 3rd party systems
like ERP/Financial packaged
Poor response times Determine value of
data Determine actions based on value
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Lets focus on After Sales Services
Innovation
High
-Indirectly sell more core services -Launch new
innovative core products wrapped with real
time/M2M services.
Innovation
Value of Data
-Mining of collected data to make sense. -Value
reports -Condition based vs. time based decisions

Revenue Potential
Support
-Automate resolution of common problems. -Reduce
time to troubleshoot. -Enable auditable SLA,
Low
Time
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Support
Problem

• Problem Energy Facility
• Highly Reactive environment, low response time
• Client on the phone hours coordinating activities
  with multiple vendors when problems occur

Resolution

• Resolution
• Client/Our support team has one view of all
  desired parameters to make decisions, remote
  control choke from anywhere/anytime.
• Machines identify and notify engineers
  proactively
• Problems fixed before client even knows via our
  Ops group.

Business Value

• Business Value .
• 30 reduction in TM based support costs
• Client dealing with one PO vs. multiple vendors.

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Value of Data
Problem

• Problem Mining Industry
• Vendor driven time based Maintenance
• Current Preventive Maintenance scheduled 10/year
  avg. 50 hrs

Resolution

• Resolution
• -Real time summary weekly reports/analyzed by
  maintenance engineers.
• -Condition based maintenance

Business Value

• Business Value
• Preventive Maintenance down to 7 from 10/yr.
• More productivity from same resources

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Innovation
Problem

• Problem Service company
• Client margins being eroded in a core service
  line by new mom and pops
• Client wants to offer his end clients value of
  data/combined with action plan instantly.

Resolution

• Resolution - .
• Analyze the data, determine value from it in real
  time by client engineers before problems could
  happen.
• Initiative a plan of attack eg.. you will need 3
  cement truck/other tools from core service to
  avoid major disruption

Business Value

• Business Value
• Clients are seeing them as highly innovative
• Winning repeat business from many clients

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Thanks You! My contact amit_at_moblize.com Moblize
blog http//machine2enterprise.blogspot.com